De Agostini: Repurposing the business & the family

The Beckham family feud highlights how family business succession can unravel under pressure, revealing lessons in legacy, conflict, and continuity.

John Deere’s data-driven transformation created enormous value but also farmer lock‑in. A look at platform power, repair rights and why interoperability matters

Lenovo successful scaling story shows seven qualities behind growth from Beijing startup to global tech leader, from focus and acquisitions to innovation.

Research reveals how venture capital gender bias distorts funding decisions, underfunds strong teams, and weakens returns for investors.

Pang Dong Lai (PDL) is a regional Chinese supermarket chain that generated an astonishing $3.27 billion in revenue in 2025 with only 14 stores, vastly outperforming national and global giants in per-store efficiency. In a retail landscape defined by fierce competition and razor-thin margins, PDL's success stems from a radical, people-first operating model. By distributing 95% of its profits to employees and management, PDL has engineered an unparalleled service-profit chain, translating extreme employee loyalty into absolute customer trust. This case vividly illustrates the core of strategic positioning: Strategy is about choosing what not to do. To protect its high-trust culture and prevent employee burnout, visionary founder Yu Dong Lai deliberately constrained expansion, mandated weekly store closures, and even shuttered profitable locations. This extreme altruism created a paradox of unintended growth, as overwhelming national demand pushed 2025 sales far beyond the company's self-imposed limits. At the start of 2026, PDL stands at a critical crossroads, profoundly intensified by Yu Dong Lai's retirement announcement and the transition to an 8-person management committee. The new leadership must navigate two distinct growth paths. The first is to 'scale the product' nationally as a direct-to-consumer (DTC) brand via a supply chain partnership with JD.com, risking the commoditization of a brand rooted in local, in-person experiences. The second is to 'scale the experience' by building massive, capital-intensive destination retail complexes. Participants are challenged to step into the shoes of the succeeding management team. They must evaluate the strategic tradeoffs of each expansion path, debate whether an 'unscalable,' founder-driven culture can be successfully institutionalized, and ultimately decide how to scale the business without changing its soul.

Learn how leaders turn uncertainty into an advantage by using AI, agility, and trust to unlock growth and outperform competitors in disruption

Why fewer than 5% of ventures scale: how interpretive capacity, not capital, enables startups to turn signals into sustained growth.

To some, Apple is starting to look like a company on the back foot. The appointment of Mr John Ternus, a long-time hardware chief, to CEO only sharpens the question of whether the US$4 trillion (S$5 trillion) company can keep pace in artificial in...

How Chef Pam transformed a 120-year-old family business into a Michelin-starred restaurant, showing how legacy drives competitive advantage and innovation.

Ask a roomful of executives whether their company takes sustainability seriously, and almost every hand goes up. But ask whether their sustainability investments are generating real commercial returns, and the room may get quieter. The gap between...